Developing High Performing OrganisationsThe Coach Approach

Welcome & Introduction

Deborah ArnotDirector, NHS North West Leadership Academy

Housekeeping

PhonesEmergency ProceduresWifiTwitter - #NHSCoaching

Aims & OutcomesAims: To engage and provide demonstrable evidence around the benefits of embedding a coaching culture, to Senior Leaders who have a key role in championing coaching to improve their own organisational performance.

Outcomes:

• Participants will have an opportunity to consider the impact and benefits embedding a coaching culture could have on their organisation and its performance

• Participants from private and public sector organisations to showcase the bottom line performance and impact of coaching

• Participants will gain coaching readiness tools to help them plan the implementation of coaching behaviours in their own organisations

Programme10:00 – 10:15 Welcome & Opening Remarks

10:15 – 11:45 Keynote Speakers – Peter Bluckert & Simon Barber

11:45 – 12:05 Refreshment Break

12:05 – 13:05 Workshops

13:05 – 14:00 Lunch & Networking

14:00 – 15:00 Workshops repeated

15:00 – 15:20 Refreshment Break

15:20 – 16:30 Coaching Readiness Strengths, Development Areas &

Next Steps

16:30 Close

Keynote SpeakersPeter Bluckert Author and Leading Figure in Executive Coaching, Transformation and Team and Organisational Development

Simon BarberCEO, 5 Boroughs Partnership NHS Foundation Trust

Session outlinePete – What coaching looks like in a Coaching Culture

Pete & Simon – A structured coaching conversation

Simon – The 5 Boroughs journey

Discussion in pairs

Question & Answer session

The 5 Boroughs Journey

Personal Transformation

Team Transformation

Organisational Transformation

“Without this culture change doesn’t happen”

Why Coaching?2010 – We create 5 Trust Values

Our Coaching Strategy

To develop coaching across the Trust to improve performance and enable individuals to take personal accountability, encourage them to take responsibility, make their own decisions and take action leading to improved outcomes for staff, patients and service users.

How is Coaching supporting our Organisational Objectives?

Our Purpose• We will take a lead in improving the wellbeing of our communities in order to make a positive difference throughout people’s lives

Our Trust wide Quality Priority• The Trust will increase the number of services engaged in Shared Decision Making with patients and their families

Key vehicles to deliver the strategy

Board to Ward Coaching Programme

Internal Resource for formal coaching sessions

Coaching Conversations Programme

Resources for formal coaching sessions

Build internal coaching capability & capacityNow only Board directors access external coaches15 senior managers – Postgraduate Certificate in Business CoachingTranslate theory into practiceFull support structure in place • Code of ethics/best practice• Supervision• CPD events

Targeted use of our “Postgrad Group”Reviewed themes emerging from our own investigationsDetermined groups of people to receive coaching• new people managers • those leading organisational changeInitially no self-referrals and no managerial referralsUnderpinned by process, governance and evaluation

Coaching Conversations Programme

All people leaders c.350 peopleFour day programme spread over four monthsCompleted by Board MembersEvery cohort opened by CEOEvery cohort closed by Exec Director Sustainability through Trio-FacilitatorsKey themes• Ask not tell• Involve me in decision making• Feedback – listening and contribution• 95% - 5%

Evidence of the impact – Internal surveys

Baseline assessment before by • Self• Peer• Line manager• Direct ReportAssessments repeated after programme completionDemonstrated improvement in • Confidence• Knowledge• Skills• Frequency of holding Coaching Conversations

Results: Strongly agree

Before

After010203040506070

KnowledgeConfidence Skills

Frequency

BeforeAfter

Results How often?

33%

58%

8% 1%Frequency of Coaching Conversations

DailyWeeklyMonthlyNever

Evidence of the impact – External Study by Sheffield Hallam University on the impact of the Coaching Conversations Programme has shown that: • Staff feel that there has been significant effort made to

educate managers regarding the benefits of formal coaching• Coaching is becoming fully integrated into the way of ‘doing

things’ within the organisation.• Across areas studied, the impact of the coaching

programme on service delivery has clearly moved to one of a strategic and embedded culture.

Changes in Patient Service Delivery Culture – (Areas 1 – 4)

What next for delivering organisational change through Coaching?

• Evaluate the impact of coaching on our patient experience• Sustainability of Coaching Conversations Programme• Grow internal Coaching Resource• Grow internal Supervision Resource• Expand the targeted use of formal coaching

Developing high performing organisations through the coaching approach

Peter Bluckert

1 The evolution of coaching - a brief historical overview

2 Developing coaching cultures

Agenda

Beginnings - 90’s

Individual coaching based on Inner Game and GROW

model

Executive coaching becoming popular

‘White coats’, 'Suits’, OD practitioners and elite Sports

people

4 business coaching books

‘ The ‘Wild West’ – no barriers

Creative, innovative, exciting period Melting pot of approaches Everyone has a coaching model Academia waiting in the wings – might this turn

into something?

Evolving 2000 > Supply grows Issues around quality lead to professionalization of

coaching Expansion of coaching qualification and

accreditation programmes Over 100 coaching books by end of decade

…

Evolving 2000 > Demand grows as coaching takes off in most

sectors

Manager-as-coach training

1-1s and regular feedback become the norm

Growing interest and experimentation with team

coaching and coaching cultures

…

Maturing 2010 >> Anytime, in-the-moment, coaching Coaching as a mindset rather than an activity Honest, quality conversations – ‘Are we having the right

conversation at the right depth between the right

people, right now’? Evolving methodologies for team coaching and

developing coaching cultures

The re-emerging proposition Successful OD transformation is dependent on team

and personal transformation We’ve been overly focused on horizontal learning and

development We need to balance this with effective vertical learning

and development

• Some of my own learning about developing coaching cultures

Start by understanding what it is and it isn’t

• An executive briefing or management conference is a good place to start

• Undertake coach training together to develop the necessary coaching skillsets and mindset

Start by understanding what it is and it isn’t• An executive briefing or management

conference is a good place to start• Undertake coach training together to develop

the necessary coaching skillsets and mindset• Useful to include: the focus of coaching, the

strategic use of coaching and current thinking about different types of coaching conversations

Performanceimprovement

1

Support anddevelopment for current leaders

2Building and sustaining high performance teams

3

4

Talent development –future leaders

Developing coaching cultures

5

The strategic use of coaching

Planned 1-1sDevelopmental

CoachingAnytimeCoaching

Different types of coaching conversations

In coaching cultures, people know what they’re working on from processes such as …

Appraisals

360 feedback processes

Assessment/Development Centres

Leadership programmes

Team development

1-1 coaching

DevelopmentalCoaching

The ‘anytime coach’ views each interaction

as an opportunity for coaching-in-the-moment

for micro improvements that, when

multiplied over many interactions

and many employees, produces

desired improvements in

organisational performance

AnytimeCoaching

Hold the strategic conversation

• Identify what you want from a coaching culture and how it can support your strategic objectives

• Consider making it a strategic objective in its own right

What organisations are getting from this investment

1. ‘A great place to work’ showing up as high employee engagement, job satisfaction and morale

2. Attract and retain talent3. Grow leadership capacity4. Increased collaboration and higher levels of

trust5. More effective teamwork6. Greater openness to learning

Leadership team development

• Commit to a programme of team coaching and development to develop as a high performing team

• Be realistic about what this involves – an occasional Away-Day is fine for strategic planning but not as the vehicle for team coaching

High performance teams - the platform for success

• Compelling team purpose• Effective strategies (gameplan)• Common working approach• Efficient meetings and

communication processes

High performance teams - creating the team climate

• Effective team leadership• Relationships• Behaviours and group norms• Communication • Trust• Team dynamics• Conflict resolution

Cascade team development

• A coaching inspired team leader together with coaching-minded team members committed to developing the team can transform team performance

Individual development

• Commit to individual development through leadership programmes and 1-1 coaching

• Assist people to know what their strengths are and what they need to work on

Engage the wider organisation

• Agree how to engage the wider organisation congruently

• Hold a facilitated large group event to share the rationale and intention of creating a coaching culture

• Seek input into the key challenges and opportunities

Develop coaching capability

• Deliver quality coach training to a critical mass of the organisation to achieve a tipping point where coaching behaviours become the norm

The self awareness journey

• Coach training needs to be more than skill acquisition. It needs to grounded in the raising of self awareness and impact on others

Develop internal HR and OD coaching capability

• Train specialist coaches to coach offline

• Consider specialist coaching appointments

Monitor that coaching is becoming the norm

• Regularly communicate the leadership expectation around coaching

Return on investment• Agree who is responsible for

reviewing and evaluating the results

• Gather success stories and conduct structured interviews to discover the tangible and intangible gains

Common mistakes made by organisations

1. Senior leaders opting out of the process

2. Not making it a strategic priority3. Treating the coaching culture

process as a training exercise4. Delegating it to HR or

outsourcing it to external training providers

Coaching produces numerous benefits

It typically leads to a greater openness to learning and

improvement, higher levels of self awareness and

emotional maturity

Coaching produces numerous benefits

Coaching encourages people to listen better, reflect

more, and think about their own behaviours

Coaching produces numerous benefits

Team leaders make better contact with people,

become more adept at running meetings and become

more effective change agents

Coaching produces numerous benefits

That most precious of resources …

Time is used more productively

Closing thought

Can we now make as much progress in

the quality and depth of our conversations,

and in the way we treat each other,

as we have made in technology?

Refreshment Break(20 minutes)

WorkshopsWorkshop 1: New Charter Housing, Jane AthertonRoom: Leverhulme Room 1, 2nd Floor

Workshop 2: South Tees Hospitals NHS Foundation Trust, Amy StablerRoom: Jubilee Suite, Ground Floor

Workshop 3: Management Futures & Salford Royal NHS Foundation Trust, Tim Cox & Carole SwindellsRoom: Leverhulme Room 2, 2nd Floor

Workshop 4: Surrey County Council, Carmel MillarRoom: Box 3 & 4, 2nd Floor

Workshop 5: News UK, James HuttonRoom: Box 24 & 25, 4th Floor

Lunch(1 hour)

Workshops RepeatedWorkshop 1: New Charter Housing, Jane AthertonRoom: Leverhulme Room 1, 2nd Floor

Workshop 2: South Tees Hospitals NHS Foundation Trust, Amy StablerRoom: Jubilee Suite, Ground Floor

Workshop 3: Management Futures & Salford Royal NHS Foundation Trust, Tim Cox & Carole SwindellsRoom: Leverhulme Room 2, 2nd Floor

Workshop 4: Surrey County Council, Carmel MillarRoom: Box 3 & 4, 2nd Floor

Workshop 5: News UK, James HuttonRoom: Box 24 & 25, 4th Floor

Coaching Readiness Strengths, Development Areas and Next Steps

Deborah ArnotDirector, NHS North West Leadership Academy

1.What has been your key learning from today’s event? 

2. When thinking about embedding a coaching culture within your own organisation, what are key challenges you will face? 

3. How might you address these challenges?

 

4. When thinking about the opportunities to embed a coaching culture within your organisation how might you maximise these opportunities? 

5. What would make the biggest difference to help embed coaching in your organisation? 

6. What one thing would help your organisation most to move to a coaching culture 

7. How might the NHS North West Leadership Academy best support you and your senior colleagues who wish to embed a coaching culture?  

8. What might you personally do to embed a coaching culture?